I joined Nudge as the organization was undergoing a major pivot. I worked closely with other leaders to understand the organization’s past and potential future directions. I defined and executed a clear and coherent product strategy that ultimately led to the acquisition of Nudge.

At Lane, I am responsible for the product, design, and data team. As the Director of Product, I am responsible for:

• Leading the product, design, and data team - Coaching a team of 6 Product Managers, 4 Designers, 1 Program Manager, and 1 Analytics Engineer. Also staffing and growing the team to meet the demands of the business.
• Building, curating and pruning the product vision and strategy - Working with the folks from across the organization to define and share the product vision and strategy.
• Execution - From idea to optimization, I am constantly working on improving our process of building and delivering products.
• Shifting the organization to a product-led culture - Focusing the organization on solving long-term product goals and customer problems.

I led the product and design team at Superside. As the VP of Product, I was responsible for:

• The product vision and strategy — I created and maintained a product vision for Superside using customer interviews, competitive research, and other product discovery techniques.
• Planning the Roadmap – Working with organizational leaders I defined a cross-functional roadmap to achieve the product vision.
• Being a multiplier – I built a process and culture focused on trust, execution and collaboration. This involved everything from the development process to creating cross-functional teams capable of making bottom-up decisions.
• Build a product-first culture – Superside is a scalable design agency that wants to become a product company. As the VP of Product, I helped to pivot the company towards a long-term product focus instead of short-term operational gains.

The new product development team at Booking.com was made up of entrepreneurial product leaders from around the world. We focused on building experimental products for travellers outside of the normal Booking.com experience.

In this role, I built products to create relationships between travellers and Booking.com. We believed that a deeper investment in the relationship would increase customer preference.

I was also part of the emerging markets team that developed experimental strategies for expanding in Southeast Asia. As part of this team, I worked closely with Google's Next Billion Users team.

I led the product team for a business unit within Shopify called Pre. We built products (Hatchful, Burst, Exchange) for entrepreneurs before they were ready to use Shopify. In this role, I managed and led a team of five (three product leaders and two marketers). I was responsible for:

• Developing product leaders across the entire Pre unit.
• Helping product leaders to create their roadmap and execute on it.
• Deciding on the level of investment and resources across our current and future products.
• Identifying and exploring new opportunities.
• Building relationships across the organization to manage stakeholder expectations.

I established and led a team of product growth managers responsible for getting more merchants to use Shopify by combining product and growth strategies. We focused on finding opportunities with the potential to change the slope of Shopify's growth.

In this role, I reported to the CMO and worked closely with other executives. We created innovative growth strategies and created cross-functional marketing and product groups to implement them. My team was also responsible for launching products and developing partnerships with Google, Facebook, Pinterest, and Apple.